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business
managing human behavior in public

Questions and Answers of Managing Human Behavior In Public

3. What strategies might you use?
2. How will you handle the situation?
1. What might have led to the misinformation?
4. What methods would you find most useful in trying to deal with the conflict?
3. How would you address the problems that make up the situation?
2. What do you believe is at the root of the problem?
1. How would you advise Tanya to prioritize the problems that need to be addressed?
3. What role will you play with the constituents of both groups to satisfy their requests?
2. What recommendations will you make to the city council?
1. How will you, as city manager, handle these requests?
3. Continue until everyone is satisfied that his or her own needs and interests have been stated clearly, then ask the group to generate new proposals that seek to incorporate a broader range of
2. Ask everyone to answer the question, “What are the needs and interests in this situation?”
1. Make sure that group members understand the difference between their proposed solutions and what they need. For example, beautifying downtown is a proposed solution, whereas honoring a prior
5. When both the group and the speaker feel understood, ask for someone else in the group to take a turn as the focus person.
4. If the answers are clear to all participants, then go to Step 5. If they are not, then ask those who are unclear about what was said exactly what they still find to be unclear. For example,
3. The group answers the questions.
2. When the speaker is done, the facilitator asks the group, “Can you explain why?” or “What did he or she mean by that?”
1. Ask for a volunteer to be the “focus person” and another to be the facilitator. The focus person in the group is invited to speak on any controversial problem facing the country. This person
3. What type of resistance are you encountering during conflict or have you experienced in the past?
2. Did you find that as relationships become closer and more interdependent, there are more opportunities for conflict, the more trivial complaints become significant ones, and feelings become more
1. What happens to conflicts as relationships become closer, more personal, and more interdependent?
9. Do you believe that how one thinks and how one feels are factors in deciding how one behaves?__ always __ usually __ occasionally __ seldom __ never true
8. Do you believe that others can compete but that they also can choose to cooperate?__ always __ usually __ occasionally __ seldom __ never true
7. Do you believe that others are worthy of your trust?__ always __ usually __ occasionally __ seldom __ never true
6. Do you believe that differences of opinion are helpful and beneficial?__ always __ usually __ occasionally __ seldom __ never true
5. Do you believe that the views of others are legitimate (i.e., genuine, accurate, true) expressions of their positions?__ always __ usually __ occasionally __ seldom __ never true
4. Do you believe that all people are of equal value, regardless of age, race, religion, culture, or gender?__ always __ usually __ occasionally __ seldom __ never true
3. Do you favor cooperation with all others in your everyday activities and disfavor competition with them?__ always __ usually __ occasionally __ seldom __ never true
2. Do you believe that in each conflict situation, mutually acceptable solutions are a desirable thing?__ always __ usually __ occasionally __ seldom __ never true
1. Do you believe that in every conflict situation, mutually acceptable solutions exist or are available?__ always __ usually __ occasionally __ seldom __ never true
3. Would you say that effective teamwork saved their lives?
2. How were various roles filled?
1. What were the elements of teamwork that proved so important in the situation?
3. Using Frisch’s process to avoid defaulting to the manager, how will you help the team make recommendations?
2. What process will you put in place to address conflicts?
1. Who will you assemble on the team?
4. Do the observers agree or disagree with the potential sources and solutions identified by the team members? Why or why not?
3. What are potential solutions?
2. Have the team members identify the potential sources for conflict.
1. Have two observers witness the team in action as members debate important agenda items or strategies.Write detailed notes on who said what to whom, what was the reaction, and so forth. Once you
4. I give a fair hearing to fellow members’ ideas.
3. When deciding on a dispute, I try to see all sides of a disagreement before I come to a conclusion.
2. When frustrated with fellow team members, I can overcome my frustration.
1. I respect the opinion of team members even if I think they are wrong.
What was the role of the team leader? How was he or she selected?
Were members encouraged to participate?
Did the groups function as a team?
Which team solution is more likely to be pursued and why?
What were the issues and solutions proposed by each team?
5. What information would the team members need?
4. Who would lead the group?
3. Who would the members be?
2. What type of team would you recommend?
1. What factors would determine what type of team is appropriate to look into the situation?
4. What will the “team agreement” contain?
3. What may be the goal of the team?
2. How will the team select a leader?
1. What will need to be included in the agenda for the first meeting?
4. Move around while on a videoconference to improve interpersonal communication;sitting rigid will result in loss of persuasiveness.
3. Realize that trust will be measured almost exclusively in terms of reliability.
2. Understand the cultural differences that may be experienced among team members.
1. Provide clear, defined direction and remove all ambiguity from the process.
7. Team members are equally committed to the success of the team and to the success of the larger organization. (p. 123)
6. Team members respect and trust each other.
5. Members are highly motivated to take control of their work.
4. The team is trained to function without direct supervision.
3. The team is provided with the resources it needs to meet expectations.
2. Management is willing to relinquish control and to trust the team to make decisions.
1. Management wants to give employees greater emotional ownership for the tasks they perform.
Are conflict management processes implemented in the event of conflict among members?
Is what is spoken or communicated in writing consistent with the actions of the team?
Is “how things are said” consistent with “what is said”?
How are members held accountable for serving in the assigned roles?
Have roles been defined and assigned?
Has the priority order been provided by someone else?
Has the team been empowered to prioritize the issues?
Have issues been prioritized?
Are the rules readily available?
Are these written ground rules?
Have ground rules been established for the team?
Compare the current team to the “ideal team.”
How do members envision the “ideal team”?
Who is getting feedback on the team’s work? How are the team’s recommendations being used in the organization?
Interview any other key members of the organization. For example, who organized the team originally?
Gather feedback from the team’s designated leaders. Do their views differ from those of the team members?
What is the perception that members have of the team?
d. How will lack of trust be handled?
c. How is trust demonstrated?
b. Does senior management trust the team?
a. Do team members trust each other?
7. Do you generate agendas with the dates, places, and times for the next meetings?
6. Do you currently have a “team agreement”?
5. How will the members be held accountable?
c. Will leaders rotate periodically?
b. Will there be one assigned leader?
a. How will the leader be selected?
c. How will members be allowed to rotate out of the team if they so desire?
b. Will new members be welcomed?
a. How are members selected to join the team?
b. What are its goals and objectives?

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